Water Journal : Water Journal September 2012-1
sustainable water management technical features 84 SEPTEMBER 2012 water for the client, including approximately $70m in capital cost savings and $45m in net present value cost savings. The approach proactively encourages the early identification of potential environmental impacts associated with new infrastructure. It also encourages the team to consider ways to avoid, or mitigate, these impacts at a planning level -- for example, by choosing pipeline alignments that minimise vegetation clearing as much as possible. Similarly, the Alliance's delivery of a program of works, rather than a single project, enables economies of scale to be achieved when, for example, it plans revegetation programs to mitigate unavoidable vegetation clearing. Measuring our success Logan Water Alliance's activities are linked to a series of key performance indicators, which are used to measure the effectiveness of its work processes and outcomes. For example, the Alliance measures how safe its work sites are, how well it delivers approved work tasks or work packages, its impact on the environment, and community satisfaction with its delivery activities. The Decision-Making Process Being able to draw on the experience and expertise of team members from four different partner companies allows the Logan Water Alliance to capitalise on the broad collective knowledge of its team members, who can be relied on to solve the range of problems that occur. Input from cross-functional teams, including the safety, approvals, environment, community, design, planning and construction teams, is requested at all stages of the project. The inputs are discussed, collected and documented during the Planning, Opportunity and Risk (POAR) and Design, Opportunity and Risk (DOAR) workshops. POAR workshops are held at the planning stage, at which time an options assessment and/or multi-criteria analysis is undertaken to identify the most sustainable option to execute the project. After the most sustainable option is identified and approved by the client, two DOAR workshops (or more if required) are held during the design stage, usually at the 30% and 80% design development intervals. In the DOAR workshop the preferred option is considered in more detail to confirm the specific environmental, approval, community, safety and technical requirements. Risks are identified and management measures documented. As in the POAR workshop, representatives from the cross- functional teams attend these workshops. Representatives from the client's operations team are also invited to attend and contribute to the workshops to ensure their design requirements are considered. During the project's construction stage, the in-house design team works closely with the construction and environment teams to identify potential sustainable solutions to issues that arise during construction. The environment team also monitors the performance of subcontractors to ensure the commitments and sustainable outcomes anticipated by the Alliance are achieved on site. At the end of the project, 'lessons learned' workshops are held to capture key learnings from completed projects; these are subsequently used to improve performance on future Alliance projects. Key Sustainability Successes To demonstrate the Logan Water Alliance's commitment to delivering infrastructure in a healthy environment, three case studies are briefly discussed below. These projects, namely the Logan Village Trunk Main project, Greenwood Lakes Reserve Rehabilitation project and Springwood Low Level Reservoir project, reflect some of the significant sustainability successes that the Alliance decision-making process has accomplished. Logan Village trunk main The Logan Village Water Main project included the installation of 4.5km of 250mm and 300mm water trunk mains along Camp Cable Road and Waterford-Tamborine Road in the suburb of Logan Village. Most of the pipeline was constructed using open-trench technology. However, in a number of cases where mature koala-habitat trees were located inside the proposed pipeline corridor, auger boring was used to ensure the preservation of significant trees. The project delivered the infrastructure needed to connect Logan Village to a reticulated water supply for the first time. The construction alignment that was initially approved was reassessed and ruled out, as it required the removal of significant koala habitat trees. This was done despite the original alignment being approved for construction and despite the fact that the alternative alignment option would add risk to the budget and the delivery timeline. An alternative alignment on the opposite side of the road was assessed and selected because of its historical disturbance as well as its low ecological value compared to the initially approved alignment. However, it was discovered that the Queensland Department of Transport and Main Roads (DTMR) was planning to widen the road in the near future. Due to this additional constraint, the Alliance, in consultation with DTMR, agreed to revert back to the side of the road originally proposed, but with a non-standard setback from the road that gave the Alliance Planning • Strategy planning reports • Master planning • Catchment planning • Detailed planning • Options assessments • Planning opportunities and risks workshops • Detailed planning • Business cases (Work Package Definiition Statements) Design • Design opportunities and risks workshops • Safety in design reviews • Environmental and approval assessments • Community and stakeholder assessments • Detailed design • Estimating • Construction planning • Target Outturn Cost Reports Delivery • Materials specifications and inspections • Procurement and selection processes • Request for Information (RFI) processes • Design, safety, quality and environmental audits during construction • Verification • Sub-contractor management Handover • Commissioning tests • Operations staff training • Commissioning reports / handover documentation • Project completion reports • As built drawings • Maintenance and support arrangements Evaluation • Stakeholder satisfaction surveys, including infrastructure operator surveys • Lessons learned workshops • Value for money assessments Figure 3. Logan Water Alliance infrastructure delivery method. Figure 4. Boring under trees.
Water Journal November 2012-1
Water Journal August 2012